The course focuses on important challenges for governments in both developed and less-developed countries in being able to design and manage transformative change in their public sector systems. Pressures on these governments to tackle complex problems, become more productive, build capacity, be more agile or innovative, or respond to rapidly changing environments make it ever more important that change is designed and managed carefully, and with some degree of success. The course looks at factors explaining governments’ ability to adapt strategically to rapidly changing external environments, and also examines why public sector organisations may succeed or struggle in designing and delivering large-scale programmes of change.
MG4G3 integrates key theory, concepts, and extensive empirical case-based material. It introduces design-based and holistic approaches to change, examines important component aspects, and discusses limitations that constrain governments and public sector organizations in their ability to design and manage change. The course looks at these challenges primarily from this perspective of the senior public sector officials involved, working at the interface of high politics, policy making, and operational delivery. It draws on cases from a wide range of sectors and policy areas, and has global reach in terms of country case materials.